Career as a Business Systems Analyst

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Managers who supervise business analysts, particularly in large companies, frequently struggle with creating a competency model for BAs. What are the key elements to consider? How to structure the various BA levels and titles? How to make sure that the competency model truly reflects business needs? Even if it requires a certain level of effort to be developed, a competency model offers a number of benefit to organizations...

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 Ever had to interview your boss – or a divisional general manager – or the managing director of a key customer? What about a politician or a senior executive in a government department? All these scenarios can be nerve racking, yet they’re something a business analyst may be required to do on a regular basis.

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Job sharing is growing in popularity across almost all corporate job sectors.  It also offers employers a viable option for balancing heavy workloads and retaining talent. Even if all of an organization's employees are full-time, should a project balloons unexpectedly and a business analyst become overloaded, the option to project-share would enable an employer to tag a less-stressed analyst to jump in and share the load.

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If you've ever been a manager or above in a corporation, you've probably been exposed to the concept of Succession Planning. The basic idea is that all managers should have some idea of who is willing and able to step into your shoes once you are promoted into a new position or change your career focus... It is something that I think is often overlooked within our profession as BAs do not generally manage people, projects or teams. However, we do manage requirements, which like people, projects and teams, generally do not go away just because we move on in our careers. Succession planning is just as important for BAs as it is for managers.
 

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In a series of conversations, Kevin Brennan and I discussed the new role of the business analyst and what the future holds for people who build careers in this field. To structure our conversation, we articulated a central idea or axiom and then defined four key propositions that flow from that axiom. Presented below are that axiom and our thoughts related to the four key propositions.

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I have been in the business analysis profession for many years and the one thing I have constantly had to challenge myself on is leading without really leading, or what I call leading from the side. As a business analyst, many times we are not in a position of authority yet we have to have significant leadership skills to be successful.

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There has been much talk about the expansion of BA responsibilities, with business analysts being expected, in many organizations, not only to elicit and manage requirements, but also to perform project management, risk assessment, budgeting and other activities involved in delivering software solutions. As organizations become more environmentally conscious, yet another dimension is added to the BA work...

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With evolving economic and technological needs, career moves are practically universal in today's job market. Some of these career moves are actually leaps, such as an accountant transitioning to become a nurse, but others are much closer jumps, such a technical writer or documentation specialist moving into the often similar business analyst's role.

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While Business Analysts are in demand, only the best will do. We investigate quintessential business analysis professional competencies, with a discussion of how academics and application can work together for your success. Key planning and preparation insights for CBAP certification are also uncovered.

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We are witnessing a marked increase in both the importance of and focus on the work of the business analyst that is directly proportional to the depth with which cloud computing services are utilized. What's more, we are experiencing a shift in the tools and skills that our analysts and those of our customers are required to utilize.

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The title of "Business Analyst" is one of the fastest growing in the IT industry. In fact, the United States Department of Labor projected a 29% increase in computer systems analyst employment by 2016. There are many resources available that explain what a business analyst is, often in terms of comparing the responsibilities of an analyst to those of other team members we're more familiar with, like project managers, software testers, and systems architects.

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A long time ago, before Business Analysts existed, it was believed that people in the business would be able to define their own requirements.  When a business department wanted to have a new piece of software, they would go to the IT department and the developers would ask them what they wanted. The business people would express this as best they could by writing down lists of things and having meetings to explain them, and then the IT department would build or buy whatever they seemed to want.
 

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The business analyst's job has changed this year -- and so have the critical skills that companies demand. New research shows that while communication is still key, knowledge of Lean and Agile methods is a must-have as well.

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"How do I move into the field of Business Analyst?" or "How do I move up within the field of Business Analysis?" These are common questions heard in today's job market. Whether you are a programmer, a software engineer, a business subject matter expert (SME) who wants to transition into a Business Analyst role,a recent graduate who is trying to determine how to break into the B.A. job market, or your company just one day changed your title to Business Analyst,this article contains a list of 12 things you can do that will help you connect with the vast community of knowledge and resources.

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Babies and Business Analysts go through four stages, as they open their eyes and see. 

In Stage 1, with eyes closed, BAs are blind to their organization’s mess.

In Stage 2, as their eyes begin to open, BAs see in black and white: a single process step, template or isolated requirement.

In Stage 3, the mobile movement of the outside world attracts and delights them: industries, methodologies, collaborations and emerging trends.

In Stage 4, they strengthen their muscles: the analytical and creative skills used to facilitate organizational futures and protect their parent enterprise in this new economic climate.

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